AADOM DISTINCTIONcast – Climbing the Ladder to Success: From Office Manager to Regional Manager
From the front lines to regional leadership—this session is your roadmap to rising in dental practice management. Brandi Williams, MAADOM shares her personal journey from Office Manager to Regional Manager, delivering actionable strategies to help you take the next step in your career with clarity and confidence.
In this empowering presentation, you’ll learn how to:
- Cultivate the leadership skills that inspire high-performing teams
- Transition your mindset from doer to strategic leader
- Leverage operations and key metrics to drive practice growth
- Build mentorship connections that unlock career opportunities
Whether you’re aspiring to grow within your current role or ready to level up to regional management, this session will help you lead with purpose, data, and direction.
Bonus: Get Brandi’s favorite resources for leadership development, mentorship, and operational excellence.
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Read the Transcript Now!
Penny: Hey everyone. Welcome to DistinctionCast, where AADOM showcases the best and brightest minds in the dental industry from within our Dental Management Association. I’m Penny Reed, the Executive Vice President of Membership and Events for AADOM, and we’re super excited that you joined us today.
AADOM’s DistinctionCast is more than insights into dental management. We amplify the voices of our distinction holders–AADOM’s distinction holders–the leaders in the trenches of dental management who share their insights, inspiration, and real-world strategies to help you thrive in your practice.
For our AADOM members, be sure to go to the eCampus Learning Platform to complete the course and receive your CE.
So, it’s my privilege today to introduce Brandi Williams. Hey there, Brandi.
Brandi: Hey.
Penny: So, Brandi–let me tell you a little bit more about Brandi before she shares her brilliance with the world here. And, believe me, you are in for a treat for today.
She is the founding president of the Oklahoma Society of Dental Professionals, which is a recognized dental professional learning network by the American Association of Dental Office Management, and a proud member of women in DSO.
Brandy holds our MAADOM distinction with AADOM, and she’s the Chief Growth Officer at Catalyst Dental Allies, which is a midsize DSO in Oklahoma, and she’s played a pivotal role in this company’s remarkable expansion from just 4 clinics in 2017 to 46 clinics today. That’s a big jump, encompassing both specialty and general practices.
So, she’s got 30 years of tenure in the dental industry and has really learned a lot and has a lot to share regarding building successful practices and cultivating empowered team. So, she consistently exceeds financial and operational goals, championing innovative growth strategies in ever evolving dental landscape. So that’s for sure, the dental landscape has changed a lot.
So, you will see that she blends her appreciation for group practice with her passion for AADOM. And, we really appreciate all that you do for us at AADOM, Brandi, and your leadership.
So, we can’t wait to hear your message today, which is Climbing the Ladder of Success: From Office Manager to Regional Manager. So, take it away, Brandi.
Brandi: Thank you so much, Penny. It’s such an honor to get to share some of my successes and not so successful moments with all of you. Thank you for that kind introduction and I am so passionate and excited to share a little bit more about the DSO space.
It’s something that is very near and dear to my heart. And one of the reasons I’m so passionate about it is because I feel like there’s a big missing piece in education for our mid-level managers, for the regional manager spots. So I will jump on any opportunity to kind of advocate and share some best practices in my experiences with my fellow dental friends.
So, today we’re gonna talk about climbing the ladder to success, what it looks like, and preparing to go in that role from office manager to regional manager.
I think we can all agree that a lot of private practices are joining the group dental space and that creates a lot of additional opportunities for office managers. And I would love to share how you can prepare for that next step if that’s something that you’re interested in.
Preparing for the Next Big Step
So, to start off, I was scrolling through Facebook—such a great use of my time—a few weeks ago, and I came across a post from Dr. Hendrik Lai, and it just stopped me in my tracks. One because it really resonated with my experience as a manager, operations manager, regional manager. And, secondly, because I see this happen all the time
He had posted, “The irony of management is most people are promoted into management because they were good at something that wasn’t management.”
And that is just so true. It happens more than I’d like to think. We have this great office manager and everybody is raving about how great this office manager is. I wish we had 10 more like them. How can we clone this office manager?
And so, we decide, let’s put them in this role to be over three or four different clinics and, you know, they can start teaching all of our other office managers how to be more like them.
And what happens is we kind of give that role and that authority without a lot of direction or expectation. And we now see this new office manager moving into a role that they weren’t prepared for, equipped for, trying to do all of the tasks they were great at. But that’s really not what the role of a regional manager encompasses.
And so, now we run the risk of losing this amazing manager because our next step would be to let them know, you know, this isn’t the right seat for you, or we haven’t given you the right tools. We don’t wanna lose you as a manager. Let’s put you back in the space, which feels like an emotion.
So, everyone loses at that point. And I see the cycle happen all the time. Office managers are great at all of the tasks, but becoming a regional manager isn’t doing all of the tasks. It’s managing the people that do the tasks.
So, that’s what I’m really excited to dive into today is kind of talking about what that looks like going from manager to regional manager.
And I had to throw in the only picture I could find with Hendrik was at the Denim and Diamonds party at AADOM. So, we typically don’t dress. He obviously didn’t get the memo…it was denim and diamonds, but we typically don’t dress in that many sparkles.
So, office managers are the Swiss Army knives of the dental office. They do it all. And regional managers—they’re the strategy experts. So, they’re making sure that tools are sharp, supported and pointed in the right direction.
So, to prepare for success, we’re gonna talk about leadership development, building mentorship relations, and then operations and metrics. So, with leadership, cultivating strong skills—it’s essential to inspire teams and drive performance as a regional manager. Building connections through mentorship and helps guide emerging leaders ensures valuable insights for career advancement.
And then understanding KPIs and metrics means that you’re knowing where your focus needs to be, and that’s how you’re gonna meet goals faster and smarter.
Leadership: Inspiring Others
Starting off with leadership, fostering collaboration and cultivating leadership. So, for me, the true measure of a leader is their ability to develop new leaders by mentoring, supporting, training, empowering others.
Great leaders will build a team of future leaders who will carry the vision forward.
I think the highest compliment that you can have as an office manager is when you are developing the managers for the rest of the organization. When everybody is just coming out of your office, that’s a reflection of your leadership, your training, your ability to develop others.
I had to hashtag Theresa Duncan’s “Leave the Ladder Down.” But, that to me is the true meaning of leaving the ladder down when you’re creating opportunities to elevate those around you.
Empower decision making. A great leader empowers their team to make decisions with confidence. They create a safe space to act without fear or fear of failure or retaliation. And they allow their team members to grow and take ownership of their roles.
Empowerment without expectation or direction, though, isn’t really leadership. It’s abandonment, disguised as freedom.
So, I’ve been in places where they’re like, “Yeah, go ahead. I wanna empower you to do what’s right, but nobody’s actually explained what right looks like.
So, empowerment where everyone knows the value, the culture, what right looks like, and then allowing your teams to make those decisions. You’re going to be able to create leaders that way.
Without that empowerment, you’re back to doing all the tasks. You’re back to getting bombarded and burned out because you’re having to answer every question. So, understanding how to empower others, how to give them the expectation and direction, and then let them take those skills and go with it.
And then lastly, teach—don’t just do. Leadership is more than doing it all yourself. Great leaders teach their team, share their knowledge, and show others how to handle tasks, ensuring that no one’s the sole keeper of expertise of the office.
And I think you guys have probably worked in a place like that where only Susie’s the one that can do a refund. And if a patient comes in and needs a refund and Susie’s not there, we have to wait. We just—sometimes that’s out of fear. Like we want to feel like we have that power or we have that ability to where we’re always needed.
And sometimes it’s just I don’t have time to show anybody else how to do that. So, I’m just going to keep doing it.
That’s probably the latter happens more than anything because office managers are juggling 80,000 tasks. There’s not a lot of time to train, so we just keep on throwing it on ourselves to do it.
When you can step back and say, “I’m taking that away from”—I’m taking that opportunity away from the people I work with to learn and to grow—sometimes it can kind of change your perspective on “maybe I don’t need to do it all. I need to delegate some time. I need to be intentional with my time to make sure that I’m giving everyone in my office the opportunity to grow and to learn all of the skills that I have.”
I went to a course with Dr. Gina Dorfman, and it was over delegation and she had shared that done is almost always better than perfect. And I had to say that to myself like several times to really let that sink in. But it’s true.
Done is almost always better than perfect. Can the person sitting next to me do it as well as I would do it? I’m gonna say no. I’m gonna do it right every time. But, if I can’t get to it and it just keeps staying on the back burner and never gets done, getting done is gonna be better than my perfect attempt to do it.
So, if we can kind of think that way, that it’s okay to allow others to learn how to do something to delegate and let them do this, you’ll be surprised. They might do it better than you. They might do it in a different way that’s more efficient than your way. And it gives an opportunity for growth for you as well.
Leadership Resources
Next is some leadership resources that I wanted to share with you. I go to conferences and I always write down like all of the books that I wanna read, with the intentions of reading them. It’s hard sometimes. These I’ve gotten through and they’ve all played a pivotal role in my development as a leader.
They’re pretty easy reads, pretty fun to read. So, you take a picture of this with your phone, but these are some great resources for you to get started in your leadership journey.
I started a book club to make myself read some books. I came back from a conference with a list of books I wanted to get to, knowing that life would get in the way of that, or maybe Handmaid’s Tale or whatever reality show I was watching at the time.
So, I thought, “You know what? I’m gonna just start a book club and invite some dental professionals from the community.”
And I got through two books because of that. So, it’s a network opportunity. If something doesn’t exist, start it. You have the ability to create that type of networking community you need. So, if you are interested in reading some books, grab some dental professionals in your area and you guys start a leadership book club.
The Power of Mentorship
The next thing I wanna talk about is the power of mentorship. Looking back early in my career, I guess I’ve always had some mentorships, maybe I didn’t realize that’s really what they were until I’ve gotten a little bit more seasoned and mature.
Within the last five years, I would say the power of mentorship has been so pivotal in where I’m at right now. I’ve had mentors that have had some really tough conversations with me, which those are the best kind. If you can get somebody that’s not scared to tell you where you really need to focus, or if you’re in the wrong seat or help you get serious about some things that you might not think are a big deal to your growth—a mentor is gonna give you invaluable guidance to help navigate your career path and help you make better decisions, informed decisions, use their experience to help you not make the same mistakes that they did.
You’re also gonna put your name in rooms that you’re not in yet. So, the more you connect with people and get mentorship, the more opportunity you’ll see, the more doors are gonna open.
And, it’s such a great thing for an office manager. We live a lonely, lonely life. You can’t turn around and ask for support or community from our team necessarily. And having a mentor can give you sometimes some reality checks or sometimes just the ability to vent and tell you it’s gonna be okay to help you avoid burnout.
So, mentorship’s gonna open doors to new connections and networking opportunities that enhance your career growth. And it might not be that you want to grow outside of where you’re at in your organization or your role now, but I look at all the mentorship and the network connections that I’ve had.
We have a summit every year where we bring all of our employees together for education and training. And the majority of the speakers that we have, all of the speakers we have, are people that I’ve met through AADOM and women in DSO. And I’ve been able to bring this type of training and education and mentorship to our entire organization because of these networking opportunities that have been made available to me. So, don’t discount that.
And then lastly, skill development. Learning from a mentor is gonna help you develop essential skills that are crucial for career advancement and success.
I’ve got a few of my mentors here. I hope some of them are familiar faces. Again, so many of these AADOM events have themed parties, so I typically don’t dress like I’m in the eighties or with sequins, but you wouldn’t know that.
And then I just had to throw in a few more mentors that have really just shaped my life that are here for me day in and day out that I have so much respect for.
Here are some mentorship resources that I wanted to share for you. If you are not involved in your local DPLN study club, I would encourage you to do that. You’re missing out. This is a group of local people that are here to support you, that you can bounce ideas off of, that you can just have that erlationship and community with.
So, if you aren’t a member of your DPLN, you need to reach out, go to the AADOM page, dental managers.com, and find your DPL in them near you. If there’s not one, I would encourage you to start one. Get the information to start a study club. It just takes a couple people to gather and start sharing ideas and best practices.
The AADOM distinctions program Penny mentioned that I was MAADOM. I earned my mastership distinction last year. I’m working on my diplomat distinction this year. I hope to walk across the stage with some amazing people. That is really gonna show your community, your employer, that you’re serious about what you’re doing. Working to get those distinctions, it’s more than just, for me, it’s for everybody I work around.
It’s for the people that I mentor. They know I’m serious about my job. I’m serious about my role. I eat, breathe, and sleep dentistry. And, this is a great way for me to invest in myself and the people that I’m leading.
The women in DSO mentorship program, that’s been a really cool, opportunity for me. I’ve gone through the program twice now. I’ve had a mentorship that helped me with personal branding. They have different types of tracks that you can go down. If you were in the DSO space, women DSO has a lot of great resources for you.
And then, the AADOM conference. You wanna meet 1500 of your best friends that are just as crazy as you are about dentistry? This is where you do it. And it’s a great way to connect with speakers and network.
One thing that’s different about AADOM speakers and mentors is a lot of conferences I go to, you listen to panels, you might feel a connection, but they’re not throwing up their email address for you to reach out to them afterwards.
The AADOM community—they want to connect with you. I can shoot it an email, I can give them a call, and they’re answering and helping me and they genuinely care about my success. And you don’t find that in other places, or at least I haven’t.
Then lastly, AADOM started a new mastermind program this year and it’s customized coaching with a really small group of other office managers. Laura Nelson is involved in that. I believe Penny’s helping with that too. That’s an amazing opportunity for mentorship.
Operations and Metrics Overview
The last thing I wanna talk about are operations and metrics overview. This my jam. I love numbers. I used to not always love numbers and geek out about it, but once we started utilizing dental intelligence, it just changed the way I looked at things.
If you like puzzles, if you like solving things, this is like being able to be like the puzzle master without having to print off 57 reports from your practice management software. And I like being ahead of the game. I like knowing trends, seeing things that could happen, and course correcting and helping my practice before they have to kind of go through some dark times.
So, data-driven decision making is utilizing metrics to ensure informed choices are driving efficiency and effectiveness in operations. I meet with each of our office managers once a quarter for one-on-one coaching calls, and I ask them to bring three things that they want to share to celebrate from the last quarter.
I love it when they say, “Oh, I feel like our new patients are up this quarter” or “I feel like our case acceptance is better than it was last quarter.”
I love to say, “You know what? I love that you feel that way. Let’s look at the data, and I’m sure if you feel that way it is. But let’s look at the data and see what the numbers say. What percentage are you up? How much have we grown?”
I want them to start growing beyond subjective feelings and rely on data to support their decisions. That’s gonna elevate them in their career as they’re presenting things to their boss. When you can bring those metrics and that data, having that subjective or objective feelings instead of this objective feelings is going to really position you in a more professional manner.
Key performance indicators. So, establishing KPIs—it helps us measure success, track progress towards goals and identify trends so you can address issues early on.
That’s like my favorite thing to do. When I start to see things slipping, I wanna find out why. I wanna get curious and dig into things, and this helps me find out what I need to dig into without having to sit in the seat in the office and watch someone do the tasks or start pulling reports. I can easily see where things might be trending upward or downward and get curious about those.
And then lastly, continuous improvement. So consistently reviewing data fosters culture of growth and adaptability, and everybody starts looking that way. It’s not just the manager having to pull up numbers, but everybody. They take ownership of what their metric is, what they’re bringing to the table, and everybody kind of takes ownership. And then we have this culture of continuous improvement and it’s really magical to get to see that happen.
For regional managers, the ability to predict performance and identify opportunities is essential for driving success, and that’s going to be something that’s going to put you apart from anyone else. When you can start seeing those things before anyone else can, your providers are gonna love you. Your bosses are gonna love you. You’re gonna be like the fixer to go in and see, “Oh, I see this happening here. Let’s start a game plan to correct this.”
And every office is different. So, we can’t just assume because this is an issue at one office, it’s gonna be an issue at your other offices. So, be able to look and see the unique challenges across your organization is going to really fit into a place to fulfill you because you can see you’re really making a difference.
KPI Resources
So here are some KPI resources. I am not familiar with, so I’ll apologize. Now, I’m not familiar with all of the different KPI platforms. I can only speak to the ones that I’ve kind of heard of.
I’m a fan of Dental Intelligence. I’ve worked with them for about seven years now. Again, I look at this AADOM. We’re in the eighties gear. I’m so sorry.
But, Dental Intelligence, Adit, Jarvis, Practice by Numbers—those are all great KPI platforms that I would recommend looking into, if you don’t already use a KPI platform. P & L Review with your doctor or your accountant.
If your doctor’s comfortable with that, and will kind of show you what a P & L looks like, that’s a great way for you to know the success of your practice. Know when you can maybe add more employees, know when you need to look at lab invoices and see if are, you know, are we doing a lot of redos? Why is this going up? Why is this going down?
When you can look at things from an operational perspective, you’re focusing on a regional manager level. That’s what you’re gonna be doing as a regional manager is really looking at the overall profitability of the office.
And then, industry benchmarks—getting familiar with what the industry says we should kind of be at what average we should be for payroll, what average we should be for lab expenses, for dental supplies.
And then dental economics is a—used to be in the nineties and two thousands—a magazine—I think they probably still send them out to the offices, but they also have a website with really great resources and articles on managing your practice and your business.
The Steps to Take
So, to wrap it all up:
Step one, if you’re wanting to move from the office manager role and start transitioning and preparing for that regional manager position, you need to identify your goals and aspirations. Talk to you team member, your direct supervisor about that, what those roles look like or goals look like, and what steps you need to take to achieve them.
If someone is really serious about growing, then I am gonna do everything I can to support that growth. But I’m gonna need you to do some stuff to support that growth too. So, we don’t just put it out there in the universe and expect it to happen. You gotta put the work into it.
And that’s where step two comes in. Seek opportunities for professional development and training. Do some webinars, go to CE when the opportunity presents itself. Get mentorship. Go to AADOM—go to the conference, get some more knowledge.
Step three: Build relationships with mentors and industry leaders. If you don’t have a mentor, I would suggest that you start reaching out. You might have to reach out to five or six. You might have to reach out to one, and they would say, yes.
I’ve been fortunate. Everyone I’ve asked to mentor me has said, sure. I started earlier. I have a few mentors that have played such a huge role in where I’m at today, and I’m so grateful for them.
And then, step four is to start to transition to an operations manager mindset. So instead of just managing the practice, the patients, the people—we’re looking at the big picture.
That brings us to the end here, and I wanted to share this quote by Stephen Covey: “Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.”
I would like to thank you guys so much for letting me share some of my tips and tools and resources. I would love to connect with you. If you’re looking for a mentor, I’d love to connect with you on that level as well. I’d be happy to help you with your journey.
My email and my LinkedIn is here. I hope to meet you and connect at some point. I’ll be at the AADOM national conference this fall, and I hope to see you there.
Penny: Wonderful. Wonderful. Thank you so much for your message, and it was very inspiring and sparked a lot of questions. But I don’t have time to ask a lot of questions, so I made a couple of notes, Brandi, of a few questions.
From Task-Doer to Strategic Leader
And one of them is: when you talked about going from being the Swiss Army knife to strategy, was there a belief or a habit that you had to let go of? Like when you went through that transition of going from Swiss Army knife to strategy, would you be open to sharing what that was for you?
Brandi: Absolutely. And if I could preface this by saying I don’t own a Swiss Army knife. I have seen one. If I could have found an analogy with shopping or a mall, I totally would’ve done that. But Swiss Army Knife was all I could come up with.
I think it’s just back to the task driven things. Office managers are so great at tasks, and I can speak from personal experience when I was first promoted to a manager, director, regional manager director—I went in an office thinking, “What am I supposed to do?” I guess, I mean, their A/R is bad. Let me go work on A/R.
So, it was just natural for me to wanna just jump in and do the tasks, but I could move the needle for the time that I’m there and I might see that affect for two, three weeks post my visit. But I really wasn’t making any long-term success for the practice.
And that’s where I think the difference between the Swiss Army knife and really sharpening the tools comes in. You can’t go in and just do all the tasks. You’ll get so burnt out. You’ll have the weight of however many practices you have trying to manage seven practices, or be the office manager at seven practices instead of helping train and coach and develop the managers at the seven practices.
Penny: Very true. Very true. Sometimes I also use the MacGyver term. Then I realize a lot of the younger generation has no idea who MacGyver is. You should look that up. Don’t look it up right now, though, because we’re not done yet.
Say Yes, Even When It’s Uncomfortable
So, what is one piece of advice that a mentor gave you that, if you were willing to be vulnerable here, changed the trajectory of your career?
Brandi: Goodness. There’s been so much great advice, so much great advice.
Say yes. Say yes to things that are out of your comfort zone.
And having impostor syndrome is really real. So, you think, “Nobody wants to hear from me” or “What am I gonna bring? Why would I publish this article?” or “Why would I wanna do this?”
But when you say yes to those opportunities, you’re positioning yourself to be the field expert, to get your name in rooms that they weren’t in before. So, if somebody thinks enough to ask you to do something, and it’s in reason and it’s something that would help, you know, move you in your trajectory in your career, then say yes to it. Even if it’s uncomfortable.
The person that’s asking you, I’m sure they’re not there to set you up to fail. I’m sure they wanna help support you, but sometimes you have to get a little uncomfortable to grow.
Penny: I love that. I love that.
So, I’ll share, even though this is the time for me to ask questions for you, I’ll be vulnerable too. Mine was, my first business partner who had actually been the consultant for the practice that I worked for. Right?
So, I mean, this was somebody that I hugely respected and he let me know, he said, “You know what? You talk too much.”
It was a few teary moments. And, I mean, he didn’t do it in front of other people, but it would usually be a postmortem that’s like what worked well and what didn’t. And for somebody that’s a talker, that’s kind of painful. Yes, I’m thankful he did. I’m thankful that he did.
Yeah. So that was not a fun one. But sometimes those are the most powerful.
Brandi: Yeah. When somebody has the courage enough to tell you the hard stuff that you don’t wanna hear, it’s gonna stick with you, but that’s what’s gonna grow you as well.
Penny: Absolutely. Absolutely. So I think about that now. Anytime that I talk is, am I talking too much?
Spotting Future Leaders
Alright. So, you mentioned the importance of empowering teams. What are some signs that you may have a—or if we’re, we’re looking at, for others, what is a sign that a team member exhibits that they’re ready to take on more leadership responsibility if they don’t see it in themselves?
So, when you were talking about leaders create leaders. Are there a couple of things that you look for in individuals that show that they may be ready to take that next step?
Brandi: I definitely like that actions speak louder than words, because I have a lot of people that tell me, “I wanna be a regional manager. I wanna do this,” and then nothing that I see in their performance reflects that.
But somebody that gets curious, I love good questions, and like, “why are we,” you know? The whys don’t fully bother me anymore. I want you to know the why behind why we do something.
I’m from a generation that when someone said to do it, you just said okay. It didn’t matter why. If at two o’clock I stood on one leg every day for 30 minutes. I’m doing it because you told me to.
But when you’re curious, because you wanna know like the whole cycle of whatever this process is, that’s when I’m like, “You’re gonna—you wanna lead, you wanna teach, you wanna grow.” And that’s when I really wanna pour into people when I can look at their actions and see that they’re taking on, taking initiative to learn things, even if they’re learning the wrong way.
I’m like, oh my gosh, let me grab you and let’s redirect. But I love that you’re taking the initiative to learn this.
Reignite Your Passion and Take the Next Step
Penny: That’s awesome. That’s so awesome. If someone feels stuck in their current role and they’re not sure how to take that next step up the ladder, what’s an action that you might encourage them to do, let’s just say in the next 30 days, right?
Let’s put a little positive tension on those that are like, “Okay, I’m stuck. I think I probably could be doing more.” What would you encourage them to do?
Brandi: There’s so many things you can do. Start off by just reading one of those books. For me, I love CE, so when my cup is empty, if I just listen to a great podcast or read a great leadership book. Go attend a lunch webinar. My cup starts to run over and I get real energized and I remember why I’m doing this and what I love about dentistry.
When you get so burdened by the tasks and the call outs and everything else that’s going on, sometimes that can overshadow what you really love about your role. And if you can find ways to come back to that and find that passion and ignite that passion, then I think it’s gonna help you either wanna move forward or be a better version of yourself in your existing role.
Penny: Awesome. Awesome. Okay, well, I have one last question that is going to help us end on a like geeky note, because I also love numbers and I love the, what was it, Mary Chapin Carpenter, “The stars may lie, but the numbers never do,” right?
The Metric That Matters
So, you know, that’s the, that’s the, you know—we’ve gotta figure out a way to measure and track things. What is one of your favorite simple metrics that you recommend tracking that can have a significant impact fairly quickly?
Brandi: Ooh, okay. It might not be the easiest to do without a platform, but I love net patient growth. I love to see, because I always have offices saying, “We need to do more marketing. We need more new patients.”
And I click one little button and say, “Well, you’ve had 17 patients that had an 18-month mark that are considered inactive, so we can bring in all these patients. But if we’re opening up the back door and they’re just running out, we’re not, we’re not being smart about our marketing dollars.
So that one, love that one.
Penny: I love that one. And boy, don’t those analytics dashboards make that so much easier. For sure. That’s one of my favorites. One of my favorites.
Well, thank you so much, Brandi, for not only your time today. And, as other distinction holders know that have participated in these, there’s a lot of work that goes in on the backend, getting prepared to share that knowledge, and we don’t take that lightly. So, we thank you so much for the investment of your time, and for being a distinction holder.
And I can’t wait to see you walk across the stage and get your DAADOM. I’ll be probably hooping and hollering for everyone just as loud. If not, that’ll be a time where it is okay for me to talk, right? I’ll be cheering everybody on.
So thank you for putting that together. And also, thank you for, you know, your commitment to education and your passion there as well.
So, for all of those that are watching or listening, thank you for tuning in. And be sure to follow AADOM on all of our social channels, so you can be aware of upcoming educational opportunities.
Thank you again, Brandi. We appreciate you so much.
Brandi: Thank you.
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Learn About the Presenter:
Brandi Williams, MAADOM
Brandi is the founding president of the Oklahoma Society of Dental Professionals, a recognized Dental Professional Learning Network by the American Association of Dental Office Management (AADOM), and a proud member of Women in DSO.
As Chief Growth Officer at Catalyst Dental Allies, a mid-size DSO in Oklahoma, Brandi has played a pivotal role in the company’s remarkable expansion from just four clinics in 2017 to forty-six clinics today, encompassing both specialty and general dental practices. Her 30-year tenure in the dental industry has been marked by a deep commitment to building successful practices and cultivating empowered teams. Known for her adaptability and results-driven approach, Brandi consistently exceeds financial and operational goals, championing innovative growth strategies in the ever-evolving dental landscape.
Brandi blends her appreciation for group practice with her AADOM passion, fostering collaboration and synergy between these two aspects.
